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Ten years snapped. From 2000 when he was appointed to serve as Chairman of the Board of Directors and Party Committee of China National Heavy Duty Truck Group, Ma Chunji has entered his tenth year at Sinotruk. In the past decade, a company with a loss of more than 10 billion yuan magically revived, and leapt to the top five in the world's heavy truck industry, and was hailed as one of the “fastest, most competitive and growing†companies in the same industry in the world.
In the ten years of history, Ma Chunji has created a typical and legendary model of state-owned enterprise reform; he himself, from a steadily rising politician, has become the leader of a successful state-owned enterprise and has achieved a magnificent turn of life.
"In the time of Heavy Trucks, there are three fast, fast time, rapid business development, and a very happy mood," said Ma Chunji, who sat in front of the China Securities Journal reporter.
“China National Heavy Duty Truck's future will be a big company with 100 billion RMB.†Looking to the future, he is confident and determined.
The Great Fall of Heaven
In August 2000, a foreign telephone called Ma Chunji, vice mayor of Jinan, was recalled from abroad and served as chairman and party secretary of China National Heavy Duty Truck. This became the most classic description of Ma Chunji's appearance in China's heavy truck.
As the cradle of heavy-duty vehicles in China, China National Heavy Duty Truck has a glorious past: In April 1960, China's first heavy-duty vehicle, the Yellow River brand JN150 8-ton heavy-duty vehicle was born here; in 1984, the Steyr project was successfully introduced. It was once called "China Sanqi" by the industry. China National Heavy Duty Truck, whether it is a technical reserve or historical heritage, can be regarded as the originator of China's heavy-duty vehicles.
However, in 2000, China National Heavy Duty Truck was ill and the building would be dumped. 138.49% of the asset-liability ratio, the actual loss amount exceeded 10 billion yuan, more than 100,000 employees have not paid wages for 13 months...
In July 2000, the 74th Prime Minister's Office of the State Council decided to carry out a strategic reorganization of Sinotruk. In this context, Ma Chunji was organized to serve as chairman and party secretary of China National Heavy Duty Truck. "At that time, the company was in a semi-discontinued state of production. The company's book loss reached 8.3 billion yuan, and the actual loss amounted to more than 10 billion yuan." Ma Chunji said.
At the age of 47, who was the deputy mayor of the capital city of Jinan, Ma Chunji’s political future was seen by outsiders as limitless. However, in the face of organizational arrangements, he did not hesitate.
On September 9, Ma Chunji took office. It was not flowers and applause that greeted him. Instead, he was a few hundred workers who took a sesame seed cake and boiled water to sit down for a paycheck. Employees' eyes on his doubts about the success of his "horse" have made him feel that the contradictions faced by CNHTC are far more serious and complicated than he imagined.
“Please give me a month’s time to understand the company’s situation. The approach is always more difficult than that. When I come, I’m working with everyone to find ways to tide over the difficulties together. I don’t want to promise everyone what a good goal, but I’m going to say that from now on Our company must be better than one day a day, January is better than January, and one year is better than one year!†Facing employees, his sincerity and pragmatism have won everyone's understanding.
At this time, when he came to Shandong to inspect Zhu Rongji, Premier of the State Council, personally questioned the heavy loss of heavy truck, Ma Chunji still said the truth, "I just arrived in this business, so I still don't know how to do it, but I promise to take over from me. At the beginning, I was responsible for everything behind me!†The Shandong boy, seeking truth from facts, took to the ground, and he was recognized by the country’s leaders.
Do not shame the mission
Healing a large-scale state-owned enterprise that is devastated by all kinds of things and needs to be rejuvenated requires not only seditious slogans, but also the politician's mind and courage, entrepreneurial talent, pragmatism, and wisdom. Through solid investigations to find out the "condition", Ma Chunji found the crux of China's heavy truck.
At the first meeting of the middle-level and above cadres of the group company, he pointed out sharply that the fundamental reason for the old CNHTC's collapse was "undeveloped development, unsatisfactory development, and weak development, and did not form a set of characteristics suited to the enterprise itself and meet the needs of market competition. Development ideas have not been formulated and implemented in accordance with market laws and feasible development plans."
However, in the confusion of everyone, he pointed out the top ten advantages of this glorious history of state-owned enterprises in technology, market networks, and so on, highlighting his own point of view - "The problems faced by CNHTC are development first. "And pragmatically set a goal for China National Heavy Duty Truck Group to achieve "one-year, two-year profit, and three-year development." With pragmatic style and pragmatic goals, Ma Chunji has been recognized by the majority of heavy-duty employees.
After completing the work of the staff, he rushed to Beijing in a hurry and won the first allocation of 50 million yuan in the name of a “special hardship company.†Since then, he has deposited 50 million yuan in CITIC Bank and loaned 100 million yuan for production. funds. In addition to compressing the small treasury and handling inventory, he raised 300 million yuan to restart China National Heavy Duty Truck's rusted old machine and took a road to Phoenix.
In 2001, it produced 7,800 vehicles and realized sales revenue of 6.2 billion yuan. In the year of reorganization, it achieved profitability and leveled sales. The sales volume reached the top three in the country. In 2002, it produced 15,000 vehicles and the sales revenue exceeded 10 billion. In 2003, it produced 21,000 vehicles. Revenue is 15 billion yuan. At this time, China National Heavy Duty Truck has completely turned its back on and embarked on a continuous development path.
In 2004, Ma Chunji once again reached the crossroads of life. In February, the Central Discipline Inspection Commission and the Central Organization Department issued a document that government officials could not part-time in a company. Just led the heavy truck to embark on the road of sustainable development, is the deputy secretary of the Jinan Municipal Committee Ma Chunji is to stay? For a period of time, all the heavy-duty people are most concerned and most worried about.
Ma Chunji gave everyone a sure-footed pill at a crucial moment. At the group management cadre meeting, Ma Chun-chi announced: “I am obedient to the organization’s arrangements and decided to stay with the company and everyone.†Voices just fell, and the audience rang with applause. In that year, China National Heavy Duty Truck once again took a big step, producing 45,000 cars, with a sales revenue of 21.7 billion yuan, and its production and sales volume reached the top ten in the world.
In 2006, the history of China National Heavy Duty Truck almost turned around here. At that time, the relationship between China National Heavy Duty Truck and its subsidiary, Weichai Diesel Engine Plant, was deadlocked and could not be reconciled. Senior executives of Shandong Province finally decided that CNHTC and Weichai were separated and the Weichai plant would be independent from CNHTC. After the separation, Weichai stopped the supply of China National Heavy Duty Truck as the engine of the heart of the truck. China National Heavy Duty Truck suffered from the cruelty of the "heartache" and was caught in the most serious crisis since the reform and restructuring. "This change is a question of whether the company can continue to survive or stop," recalled the company's top executives.
On the occasion of surprise, Ma Chunji is still peaceful. As he tried to stabilize the largest supplier of Weichai, he took full measures to recover the Hangzhou engine plant that was hosted by Weichai. At the same time, he also stepped up efforts to build a secretly-built engine plant in Jinan.
Eight months later, the engine plant of Sinotruk Jinan began production and achieved a successful engine switch. “The turning point of the crisis is precisely this one, which has enabled us to solve a core issue that has plagued the development of the enterprise and has also enabled China National Heavy Duty Truck to implement the strategy of creating a complete heavy truck industry chain ahead of schedule.†Ma Chunji thus commented on this thrilling leap.
Today, under his guidance, a heavy truck gold industry chain gradually formed. The planning and construction of the Zhangqi engine production base and Xiaoshan engine production base in Hangzhou has reached a scale, with an annual production capacity of 200,000 sets; the production capacity of the bridge box exceeds 460,000; in 2008, Datong Gear Co., Ltd. was successfully won, and the company invested 1.2 billion yuan to reform it. This is a key part of the previous relatively weak transmission.
Technology pilot to international
The continuous rise in output and the continuous increase in the domestic market share do not allow Ma Chunji to be excited. He said: "Don't dare to go out, dare not go to the international market to compete, or dare to follow the international rules, then it will always fall behind." He believes that the development of the company is not just a simple indicator of growth, but more importantly, the improvement of the company’s core competitiveness and the transformation of the mechanism.
"With the separation of the former heavy truck, Steyr's technology and brand have also been divided into three artificially. The competition for homogenized products in the market has intensified, and China National Heavy Duty Truck has already been in the market competition. There is no advantage," said Ma Chunji. The mastery of technology and self-owned patent rights has become his core competencies for the company. In the subsequent international cooperation, whether it is Volvo or German Mann, technology is the most important focus of Sinotruk cooperation.
In August 2001, Sinotruk, which had just emerged from its predicament, resumed joint venture negotiations with Volvo, the world's second-largest heavy truck manufacturer. Ma Chunji personally led a delegation to Volvo headquarters. The joint venture with Volvo in the game of enhancing the core competitiveness of Sinotruk is a key step for Ma Chunji. “The joint venture is for learningâ€, and he has a clear-headed judgment for this “tourist journeyâ€.
On June 9, 2003, the hard negotiations of Volvo's joint venture project ended and both parties formally signed the contract and received approval from the state. In March 2004, Cai Dong, President of China National Heavy Duty Truck, drove the cooperation products of the two parties off the assembly line.
"We have introduced more than just a product, but also invited a world-class teacher." Ma Chun-Ji this evaluation of this cooperation.
In 2004, China National Heavy Duty Truck officially incorporated its internationalization strategy into its four major strategies for development. In 2007, Sinotruk was listed in Hong Kong and obtained another international financing platform. Ma Chunji once again proposed that the internationalization of capital is an integral part of the company's internationalization strategy. It will surely bring about the internationalization of the market, the internationalization of the mechanism, and the internationalization of technology.
As the voices did not fall, the cooperation negotiations between Sinotruk and the world’s third-largest truck company, the German Man Company, will be very successful. On October 7, 2009, Ma Chunji celebrated with a German company representative. In the past 20 months, he not only persuaded Mann to reach a technical cooperation, but also persuaded Man CEO Samuelson to accept a stake of 560 million euros to purchase a 25% stake in Sinotruk and 1 share. An international investment. “The second round of international financing is an important measure to overcome the crisis.†Ma Chunji said.
"The cooperation between Sinotruk and Mann has been different from that of all Chinese auto companies and multinational companies in the past." Ma Chunji told the China Securities Journal reporter. In the past, cooperation between Chinese auto companies and multinational corporations was generally conducted in two ways: first, simple technology introduction, and second, 50% to 50% cooperation. "China National Heavy Duty Truck Group has retained its absolute right of discourse while obtaining core technology. This is the first case in the domestic industry. It will be of great significance for China National Heavy Duty Truck to accelerate technological progress, enhance corporate management, and broaden the domestic and foreign markets."
Long sleeve good dance
From taking over China National Heavy Duty Truck, Ma Chunji encountered one of the most thorny problems - money. At the beginning of his term of office, the first difficulty in restoring normal production was to raise funds. Ma Chun-chi did not borrow 400 yuan of travel expenses for the first time when he was on a business trip. The degree of financial tension was so evident.
However, as a deputy mayor who had once been in charge of industry, Ma Chun-chi has always performed well in capital operations, saving many companies on the brink of bankruptcy. The problem of money is hard to beat Ma Chunji.
At the beginning of Haier’s Zhang Ruimin’s startup, the refrigerators had similar results. Ma Chunji also had the story of scrapping cars. With tight funding, Ma Chunji discovered more than 5,000 unsold inventory trucks in his workshop. "The first step in our production is the scrapping of cars." Through the demolition and sale of the backlog of cars, the funds obtained were more than one billion yuan, which was a heavy burden for China at the time. Steam, it is worthy of a life-saving money. Ma Chunji Capital Manoeuvring Technique was first tested at China National Heavy Duty Truck.
In early 2003, when Ma Chun-Ji answered the reporter's question about capital operation, he clearly stated for the first time: "The possibility of operating one or two companies on the stock market is not ruled out." In September of that year, China National Heavy Duty Trucks bought the two major shareholders of the ST duckling. The Group’s and the 162 million shares held by CITIC Trust became the controlling shareholder of ST Xiaoya; and innovatively used the technique of asset mobilization to inject part of its truck company’s assets and sales company’s assets into listed companies, replacing small companies. Duck appliances home appliances assets. China National Heavy Duty Truck Co., Ltd. has avoided the time of counseling and queuing for listing. It has listed on the backdoor and created the asset-for-equity model in the domestic capital market. It has successfully solved the problem of "snaking elephants and swallowing elephants," and has become a "transferring student" in the capital market. Domestic capital market channel.
Compared with the overall listing in Hong Kong afterwards, backdoor ducklings can only be said to be China National Heavy Duty Trucks' small capital in the capital market. On November 28, 2007, Sinotruk was formally listed on the Hong Kong Stock Exchange. Before the financial crisis, Hong Kong, which had been operating for many years, had gone through rough times and finally went to market. The listing of the company raised a total of HK$9.9 billion for CNHTC and became the largest red chip IPO in the Hong Kong market that year.
With two stunning capital operations, Ma Chunji's skillful capital operation ability and innovation made the industry amazing.
Gaoyajianç“´ layout future
Save the danger of heavy losses in the bankruptcy of heavy losses, successfully resolved the separation pains of Weichai’s “hearty heartâ€, made “SINOTRUCK†stand out as one of the global heavy trucks, successfully entered two international and domestic capital stages...10 years of time, and Ma Chunji is Sinotruk has created a "marathon" to a successful miracle and has also guided Sinotruk to a broader future. Ma Chunji, not only for the China National Heavy Duty Truck director has emerged from the death of a state-owned enterprise reform and overturned drama, but also for the Chinese heavy-duty auto industry has come up with a reference to the "steam mode."
"You can't just repeat yesterday's story, you can't stare at past achievements." Ma Chunji has new thinking.
He found that major domestic heavy truck companies are seeking cooperation with international advanced companies to improve their own technological level. "Shaanxi and Cummins cooperation, Dongfeng and Renault cooperation, Beiqi Futian and Mercedes-Benz cooperation, the domestic heavy truck industry competition will further intensify, the situation is not optimistic."
Internally, he also feels keenly that the company has developed, the team has grown stronger, and the self-satisfaction and impetuous mindset has begun to breed among the ranks of the cadres. “How to maintain the strength of the reform and reorganization so as to solve the internal power problem in the development of enterprises†It has become a new issue of Ma Chunji’s old revolution.
To solve new problems, Ma Chunji has only two words - innovation. “Innovation, this is a basic experience and the most profound experience that we have learned from our past development. Through innovation, China National Heavy Duty Truck has become a vibrant and continuously growing enterprise from a company that is on the brink of bankruptcy; through innovation, Sinotruk has become a more standard listed company from a company with loose management, bad decision making, and poor execution ability; through innovation, China National Heavy Duty Truck has grown from a national heavy truck market share of less than 4% to the current market share. More than 23% have become the industry leader."
Looking forward to the future, Ma Chunji has drawn a new blueprint for the development of SinoSteel. "In 2015, we will strive to reach a production and sales scale of 250,000 vehicles, with sales revenue exceeding 100 billion yuan, and achieving the internationalization of products, markets, capital, mechanisms and brands." In the government's plan, this “Chinese†prefix vehicle company that once suffered “decentralization†was once again incorporated into the vision of the national team. In the “Reform and Revitalization Plan for the Automotive Industryâ€, it was given the task of merger and reorganization of the automobile industry region.
"The future of China National Heavy Duty Truck Group will include light trucks, medium-duty trucks, passenger cars, construction machinery and other models. Based on the strength of the heavy-duty vehicles, the company will adjust the product structure and industrial layout through mergers and restructurings. Gradually expand outwards to ensure that there are new growth points throughout the year."
Ten years of time, a life of ups and downs, even if there are waves, reefs and flowers, applause along the way, but the mixed genes of entrepreneurs and politicians, so that Ma Chunji still maintains his passion for initial entrepreneurship and calm, with its profound The insight, strong cohesiveness, rich experience in corporate operations, as well as a harmonious mindset and strong physique continue to steer the state-owned enterprise.
In the time of heavy truck, there are three fast, fast time, rapid business development, and I feel very happy.
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